The Need to Talk the Talk and Walk the Line
In times of crisis we often suggest a college or university recruit a student government leader, someone voted by the student body to represent their voice, to help in delivering the institution’s story. This allows the institution to control the message and flow of information; if a student voice is not provided to the media, the media will find their own—regardless of the student’s level of knowledge or eloquence.
Arm your student allies with talking points, and educate them on the questions they are likely to receive when talking to reporters. It is our experience that student leaders feel strongly about their institution and are willing to assist. Sometimes, though, the student leaders become the stories rather than the words they share.
Just this fall, the Bloomsburg University student government president proactively approached the media to refute the coverage of the university’s annual block party. In a letter to the editor of The Press Enterprise, the student government president felt “the media has unfairly portrayed students as irresponsible” when describing the party as alcohol-fueled. The student leader said the article “painted BU students with a broad and negative brush and are both inaccurate and extremely unfair to the thousands of responsible, mature Bloomsburg students who are an asset to the school and this community.”
The story could have ended there. What could have been a crisis “how-to” model just a few weeks later became a crisis “how-not-to” model.
The president of the student government was arrested last weekend for allegedly driving under the influence of alcohol and driving 50 in a 15 MPH zone within weeks of his letter’s publication. He has since stated that he will step down from his elected position.
With this story in mind, I am going to tweak the use of student leaders in your media planning.
Make sure the students not only represent the voice of the student body, but that they also carry credibility, both short- and long-term, with those audiences you are trying to inform. Those serving as an official voice for your institution at any level should live what they preach. If they can’t, you need a new representative voice. When in a crisis, limit your vulnerabilities and ensure your team understands their roles and responsibilities. The last thing you need when on the front-line of a crisis is additional vulnerability.